ONTARIO’S LONG-TERM
AFFORDABLE HOUSING STRATEGY
UPDATE
MARCH 2016
Ontario.ca/housingstrategy
ONTARIO’S LONG-TERM
AFFORDABLE HOUSING STRATEGY
UPDATE
TABLE OF CONTENTS
MESSAGE FROM THE MINISTER OF MUNICIPAL AFFAIRS AND HOUSING
1
EXECUTIVE SUMMARY
3
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
7
OUR VISION
9
KEEPING THE MOMENTUM GOING
10
LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE CONSULTATIONS: WHAT WE HEARD
11
OUR GOALS
12
INVESTING IN THE FUTURE
13
AN APPROPRIATE AND SUSTAINABLE SUPPLY OF HOUSING
15
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
19
PEOPLE-CENTRED, EFFICIENT HOUSING PROGRAMS
22
DEVELOPING AN INDIGENOUS HOUSING STRATEGY
29
ENDING HOMELESSNESS
31
ACHIEVING AN EVIDENCE-INFORMED SYSTEM
38
IMPLEMENTING THE STRATEGY
39
MESSAGE FROM THE MINISTER OF
MUNICIPAL AFFAIRS AND HOUSING
The 2010 release of Ontario’s first Long-Term Affordable Housing Strategy,
Building Foundations: Building Futures, began transforming our housing
system. It was a strategy rooted in the conviction that a home is more than a
mailing address, more than just a roof over your head.
Home is where people live, raise a family and are part of a strong community.
Stable affordable housing helps create a dependable environment for families
and children that contributes to better health and educational results.
Good housing lies at the heart of any vision of a fair and prosperous society.
That vision anchored the 2010 Strategy, the first of its kind for Ontario, and I am
proud of the real impact it has had.
The 2010 Strategy recognized that local flexibility, with accountability, offers
the best approach to housing and service delivery, and to building strong
communities.
It consolidated five formerly separate homelessness-related programs into a
single, flexible, outcome-focused program – the Community Homelessness
Prevention Initiative – and has helped more than 30,000 families and
individuals experiencing homelessness obtain housing, and more than 100,000
households at risk of homelessness remain in their homes.
The update to the Long-Term Affordable Housing Strategy will continue this
transformation. It supports our goal of ending chronic homelessness in 10
years, and charts a bold, co-ordinated, and progressive course towards housing
policy and programs that are relevant to current realities and reflect new
research and best practices. We have continued to take a whole-of-government
approach to identify issues across the system and to make housing programs
more people-centred and co-ordinated.
With this strategy, we are providing much needed funding to key areas of the
sector that will help us achieve our goals.
Building on the 2016 Ontario Budget investment of $178 million over three
years, we are making a long-term commitment to stable funding that will
continue our transformation of the housing system:
•
investing more than $17 million over three years to pilot a portable
housing benefit targeted towards survivors of domestic violence that
would eventually assist up to 3,000 survivors, growing from $2.5 million
in 2016/17 to $10 million in 2018/19
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
1
MESSAGE FROM THE MINISTER OF MUNICIPAL AFFAIRS AND HOUSING
•
investing up to $100 million in operating funding for housing
allowances and support services to assist up to 4,000 families and
individuals in new supportive housing over the next three years
•
supporting the construction of up to 1,500 new supportive housing
units over the long term, with operating assistance eventually assisting
up to 6,000 families and individuals
•
building on our current annual investment of almost $294 million in
funding for the Community Homelessness Prevention Initiative with
$15 million in additional funding in 2017-18, climbing to $30 million in
2018-19, for a total of $324 million in annual investments
•
investing up to $2.5 million over three years to create an Innovation,
Evidence and Capacity Building Fund to support research, evaluation
and capacity building initiatives
With this update and these significant investments, we are focusing on linking
two important and connected issues that lead to precarious housing for
vulnerable people: the available amount of housing stock, and access to those
affordable units.
We know we will only succeed in achieving better outcomes on housing and
homelessness if we harness the combined strengths of Ontario’s public, private
and non-profit, and co-operative housing partners.
We also know our efforts will work best if federal, provincial and municipal
initiatives are all working together. I look forward to working closely with the
federal government, and with our provincial and territorial counterparts on the
development of a national housing strategy for all of Canada.
I would like to thank the dedicated individuals and organizations for their
participation and input during the consultation process. Your input has helped
shape the update to this strategy and the focus of the investments we are
making.
By working together, we can start taking meaningful actions to transform
Ontario’s housing system into one that helps more people and prevents
homelessness.
Yours truly,
The Honourable Ted McMeekin
Minister of Municipal Affairs and Housing
2
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
In 2010, Ontario launched the Long-Term Affordable Housing Strategy, Building
Foundations: Building Futures. The strategy began a process of transforming
Ontario’s housing system into one that is people-centred, partnership-based,
locally driven, and fiscally responsible.
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Our update to the Long-Term Affordable Housing Strategy is bold and
transformative, reflecting current realities, new research and best practices. Our
goal is to support social and economic inclusion, end chronic homelessness,
and meet the housing needs of all Ontarians. It is guided by an updated vision.
Every person has an affordable, suitable and adequate home to
provide the foundation to secure employment, raise a family and build
strong communities.
To achieve this vision our strategy will include a framework for a portable
housing benefit that would help to give people who receive housing assistance
the flexibility to choose where they want to live, and develop a Supportive
Housing Policy Framework to improve client outcomes.
We propose legislation for inclusionary zoning that would enable
municipalities to mandate the inclusion of affordable housing units in new
development projects.
Building on the 2016 Ontario Budget investment of $178 million over three
years, we are also making a long-term commitment to stable funding that will
continue our transformation of the housing system.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
3
EXECUTIVE SUMMARY
INVESTING IN THE FUTURE
Ontario is committing new operating and capital funding to support the
broader Long-Term Affordable Housing Strategy Update initiatives.
Survivors of Domestic Violence Pilot Project
•
investing more than $17 million over
three years to pilot a portable housing
benefit targeted towards survivors
of domestic violence that would
eventually assist up to 3,000 survivors,
growing from $2.5 million in 2016/17
to $10 million in 2018/19
$17 million
over three years
Supportive Housing
•
•
investing up to $100 million in operating funding
for housing allowances and support services to
assist up to 4,000 families and individuals in new
supportive housing over the next three years
supporting the construction of up to 1,500 new
supportive housing units over the long term, with
operating assistance eventually assisting up to
6,000 families and individuals
$100
million
over three years
Community Homelessness Prevention Initiative
•
4
Building on the current annual investment of
almost $294 million in funding for the Community
Homelessness Prevention Initiative with $15
million in additional funding in 2017-18, climbing
to $30 million in 2018-19, for a total of $324
million in annual investments
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
$45
million
over three years
•
investing up to $2.5 million over three years to
create an Innovation, Evidence and Capacity
Building Fund to support research, evaluation and
capacity building initiatives
$2.5
million
over three years
EXECUTIVE SUMMARY
Innovation, Evidence and Capacity
Building Fund
MEETING OUR GOALS
An appropriate and sustainable supply of housing
•
expanding and enhancing the range of land use planning and
municipal finance tools that municipalities can use to build more
affordable market housing
•
proposing enabling legislation for inclusionary zoning and reducing
complexity/cost around second units in homes
•
supporting a vibrant non-profit and co-operative housing sector
An equitable, portable system of financial assistance
•
introducing a framework for a portable housing benefit and simplified
rent-geared-to-income calculations to reduce paperwork and give
people more flexibility and choices
People-centred, efficient housing programs
•
developing a modernized framework for social housing aligned with the
government’s focus on poverty reduction
•
improving co-ordination across related government systems (e.g.
health, community services, children and youth) to help people find the
right housing and supports
•
enhancing housing options for survivors of domestic violence
•
transforming the supportive housing system
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
5
EXECUTIVE SUMMARY
Developing an Indigenous Housing Strategy
•
developing a housing strategy in partnership with Indigenous
organizations to address the unique housing challenges and needs of
First Nation, Métis and Inuit peoples
Ending homelessness
•
accepting the recommendations made by the Expert Advisory Panel on
Homelessness, and committing to end chronic homelessness in 10 years
•
advancing our long-term goal of ending homelessness, including
measuring progress on chronic homelessness, youth homelessness,
homelessness amongst Indigenous peoples and homelessness
following transitions from provincially-funded institutions and service
systems
Achieving an evidence-informed system
•
developing a data strategy (2015) and performance indicators and
proposing legislative amendments to require Service Managers to
conduct local enumeration of the homeless population
IMPLEMENTATION
We will consult and collaborate with our partners to develop these bold
initiatives and phase-in implementation over time. This will include:
6
•
undertaking technical consultations on legislative and regulatory
initiatives leading to the introduction of proposed legislation in 2016
•
striking a Steering Committee to begin the process of modernizing
social housing
•
collaborating on a Supportive Housing Policy Framework and Best
Practice Guide
•
continuing sustained engagement with First Nation, Métis and Inuit
partners with the goal of developing an Indigenous Housing Strategy
•
continuing to implement the recommendations of the Expert Advisory
Panel on Homelessness
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
ONTARIO’S LONG-TERM AFFORDABLE
HOUSING STRATEGY UPDATE
In 2010, Ontario launched the Long-Term Affordable Housing Strategy,
Building Foundations: Building Futures. The strategy began a process of
transforming Ontario’s housing system into one that is people-centred,
partnership-based, locally driven, and fiscally responsible. Since then, a
number of outcomes have been achieved.
•
2012: Ontario Housing Policy Statement and Housing Services
Act – The Housing Services Act, 2011, and the Ontario Housing Policy
Statement resulted in changes to the legislative framework for housing
services in Ontario. The changes support better decision making at the
local level, and require Service Managers1 across Ontario to develop
10-year Local Housing and Homelessness Plans and new accountability
measures.
•
2013: Community Homelessness Prevention Initiative – Ontario
consolidated five formerly separate homelessness programs into a
single, flexible, outcome-focused program funded by the province
and delivered by Service Managers. As part of the Poverty Reduction
Strategy 2014-2019, Ontario enhanced funding to this program by $42
million a year starting in 2014-15 to almost $294 million annually.
•
2014: Poverty Reduction Strategy – Realizing Our Potential –
Ontario’s renewed Poverty Reduction Strategy establishes a long-term
goal to end homelessness in Ontario as one of its four key pillars.
•
2014: Minister’s Forum on Affordable Housing and the Private
Sector – Representatives from across the housing sector recommended
strategies for governments and the private sector to work together
to facilitate construction of affordable home ownership and rental
housing. We have included this advice as part of this strategy update.
•
2015: Report of the Expert Advisory Panel on Homelessness – A
Place to Call Home – The report includes recommendations on the
need to define, measure and collect data on homelessness, and the
importance of setting a target to end chronic homelessness in Ontario.
We’ve set a goal of ending chronic homelessness in 10 years and have
taken early steps to meet that goal.
Building Foundations: Building Futures
Ontario’s Long-Term Affordable Housing Strategy
Ontario.ca/HousingStrategy
Service Managers are responsible for delivering and administering social and affordable housing, other social services
programs such as Ontario Works and childcare, and local homelessness services. They can be regional governments,
counties or separated cities, and District Social Services Administration Boards, which are boards established in each of
the 10 districts in Northern Ontario.
1
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
7
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Real Results Since 2010
All 47 Service Managers developed 10-year comprehensive local housing
and homelessness plans.
Since 2011, the Investment in Affordable Housing for Ontario (IAH) program
has:
•
built or repaired more than 14,700 affordable units
•
assisted over 14,900 households with rent or down payment
assistance
•
committed $37 million to build and repair 399 units and provide
down payment assistance to 215 households under the Aboriginal
Component of IAH
In 2014-15, funding under the Community Homelessness Prevention
Initiative (CHPI) has assisted approximately 30,500 families and individuals
experiencing homelessness obtain housing and has helped approximately
104,400 households at-risk of homelessness remain in their homes.
As a legacy of the Toronto 2015 Pan Am Games, the Athletes’ Village is
being converted into a new, sustainable, mixed-use community, known
as the Canary District, which will include 100 affordable home ownership
units and 353 affordable rental housing units, of which a minimum of 10
per cent will be accessible for people with disabilities.
8
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
OUR VISION
Our update to the
Long-Term Affordable
Housing Strategy is bold
and transformative,
reflecting current realities,
new research and best
practices. Our goal is
to support social and
economic inclusion, end
chronic homelessness, and
meet the housing needs of
all Ontarians. It is guided
by an updated vision.
We are committed to building a fair society that puts people first – a society
where everyone has a place to call home.
This vision is associated with two overarching outcomes:
•
decreasing the number of people who are homeless
•
increasing the number of families and individuals achieving housing
stability
The bold initiatives set out in this updated strategy enhance the transformative
steps our government
has taken on housing and
homelessness issues.
Every person
has an affordable,
suitable, and adequate home
to provide the foundation
to secure employment,
raise a family, and build
strong communities.
Taking a whole-ofgovernment approach, our
focus is on strengthening
people-centred housing
programs and on
increasing co-ordination
between government
services.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario’s updated
Long-Term
Affordable Housing
Strategy reflects
the fundamental
connections
between
improving
housing outcomes
for Ontarians
and other key
government
priorities, including
poverty reduction
and improving
mental health and
addictions services.
Complementary
Initiatives across
several Ontario
government
ministries
are featured
throughout this
report to highlight
these connections.
9
KEEPING THE MOMENTUM GOING
KEEPING THE
MOMENTUM GOING
We have made significant
progress over the past
five years. Thousands of
affordable units have been
built and repaired, and
thousands of families and
individuals have received
rental assistance or down
payment help to support
affordable home ownership.
However, we know there are still many challenges to overcome – and
opportunities to harness. Meeting Ontario’s growing and changing demands
for affordable housing options over the long term will call on all the creativity,
innovation and combined efforts of governments, and the private and
non-profit/co-operative sectors.
Ontario is up for the challenge and we are taking the lead.
10
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
From April to July 2015,
the government consulted
with major housing,
health and human
services stakeholders,
and the general public as part of the strategy update. We received feedback
and advice at over 30 stakeholder meetings and from 113 formal written
submissions that reflect the housing needs of Ontarians across the province.
SUPPLY
PARTNERSHIPS
LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE CONSULTATIONS: WHAT WE HEARD
LONG-TERM
AFFORDABLE
HOUSING
STRATEGY UPDATE
CONSULTATIONS:
WHAT WE HEARD
PEOPLE
Major themes emerged from the consultation process.
•
the supply of affordable housing needs to be increased (affordable
rental and affordable home ownership)
•
the current Rent-Geared-to-Income system needs to be overhauled
•
housing assistance should be portable, not tied to a specific housing unit
•
access to housing and support services is too complicated for
individuals and families – it needs to be streamlined
•
access to support services needs to be expanded to make it more easily
available to tenants receiving housing assistance
•
Ontario needs a dedicated Indigenous Housing Strategy
•
Service Managers and housing providers need better data to make the
best decisions
This update addresses these themes.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
11
LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE CONSULTATIONS: WHAT WE HEARD
“There is much at stake to address the long-term needs of Ontarians for
affordable housing. Ontario’s communities need a stable and secure housing
market that creates jobs, attracts new workers, meets the needs of seniors and
young families, and keeps our most vulnerable citizens off the streets.”
- Association of Municipalities of Ontario2
“Housing with supports are critical components of recovery from mental
illnesses and addictions. With the right housing and supports, people
recovering from mental illnesses and addictions gain a renewed sense of
dignity and hope and can re-integrate into the community more successfully.
There is no recovery without proper housing…. The development of a
revamped Long-Term Affordable Housing Strategy (LTAHS) for Ontario brings a
renewed focus on the rising numbers in need of affordable housing and people
with mental illnesses and addictions who need supportive housing options.”
- Canadian Mental Health Association (CMHA), Ontario Division3
“All levels of government must work together to improve access to affordable
housing and to strengthen Ontario’s social housing sector. The sector is a
significant asset to the province, and must be recognized as such. While federal
and municipal investment is necessary, as the order of government that stands
to benefit most from the many psycho-social, health and economic benefits of
a strong housing sector, it is incumbent upon the Province to take a leadership
role in its renewal.”
- Ontario Non-Profit Housing Association (ONPHA)4
OUR GOALS
Achieving our vision for the future of affordable housing in Ontario starts with
setting ambitious goals:
•
an appropriate and sustainable supply of housing
•
an equitable, portable system of financial assistance
•
people-centred, efficient housing programs
•
an Indigenous Housing Strategy
•
ending homelessness
•
achieving an evidence-informed system
Strengthening the Foundation for Housing in Ontario, Response to the Provincial Consultation on the Renewal of the
Long-Term Affordable Housing Strategy, Association of Municipalities of Ontario, July 6, 2015. p.2
3
Submission in Response to Long-Term Affordable Housing Strategy Update Consultations, Canadian Mental Health
Association (CMHA), Ontario Division in collaboration with local CMHA Branches in Ontario, July 3, 2015. p.7
4
Building a stronger rental housing system, ONPHA’S Recommendations for the Update of Ontario’s Long-Term
Affordable Housing Strategy, ONPHA, July 3, 2015, p.5
2
12
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
The Long-Term Affordable Housing Strategy update charts a course for the
creation of the sustainable housing that Ontario needs. This plan is ambitious
in scope and its success will depend on committed partnerships – between the
private, non-profit and co-operative sectors, and at all levels of government.
OUR GOALS
INVESTING IN THE FUTURE
Ontario welcomes the new federal government’s pledge to a new level of
engagement on affordable housing and homelessness issues. We look forward
to participating in the development of a National Housing Strategy for Canada,
and to working together to ensure affordable housing for every person in our
country.
Real progress will demand cooperation and innovation, but it will also
require substantial financial investment – including on the part of the federal
government.
That is why Ontario is taking the lead by supporting the strategy update with
smart investments. Building on the 2016 Ontario Budget investment of $178
million over three years, we are making a long-term commitment to stable
funding that will continue our transformation of the housing system.
We are providing incentives to create the appropriate affordable and
supportive housing options that will support the government’s commitment to
end chronic homelessness in 10 years.
Ontario is committing new operating and capital funding to support the
broader Long-Term Affordable Housing Strategy Update initiatives:
•
Survivors of Domestic Violence Pilot (see p. 24 for details)
•
Supportive Housing (see p. 26 for details)
•
Community Homelessness Prevention Initiative (see p. 34 for details)
•
Innovation, Evidence and Capacity Building Fund (see p. 38 for details)
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
13
INVESTING IN THE FUTURE
Ontario Investments and Expected Outcomes
•
More than $17 million over three years to pilot a portable housing
benefit targeted towards survivors of domestic violence that would
eventually assist up to 3,000 survivors, growing from $2.5 million in
2016/17 to $10 million in 2018/19
•
Investing up to $100 million in operating funding for housing
allowances and support services to assist up to 4,000 families and
individuals in new supportive housing over the next three years
•
Supporting the construction of up to 1,500 new supportive housing
units over the long term, with operating assistance eventually assisting
up to 6,000 families and individuals
ĔĔ
This will help the government make progress on its long-term
goal to end homelessness, prioritizing provincial action to reduce
homelessness in four areas: youth, Indigenous people, chronic
homelessness, and homelessness following transitions from
provincially-funded institutions and service systems
•
Building on our current annual investment of almost $294 million in
funding for the Community Homelessness Prevention Initiative with
$15 million in additional funding in 2017-18, climbing to $30 million in
2018-19, for a total of $324 million in annual investments
•
Investing up to $2.5 million over three years to create an Innovation,
Evidence and Capacity Building Fund to support research, evaluation
and capacity building initiatives
Ontario’s investments under the Strategy Update support the following
outcomes.
Better Results for People
14
•
fewer people who are homeless, and targeting an end to chronic
homelessness in 10 years
•
more families and individuals are stably housed and assisted through a
portable housing benefit
•
better housing outcomes for the chronically homeless, Indigenous
peoples, youth, seniors and people transitioning from provinciallyfunded institutions and service systems
Cont’d on page 15
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
increased education and employment outcomes
•
decreased use of emergency health care, policing, corrections and
justice services
A Stronger Housing System
•
a more financially sustainable, efficiently managed housing system
with more coordinated access
•
more effective, efficient and responsive supportive housing programs
•
a greater supply of affordable units provided by the private sector and
private homeowners
•
an increased number of financially viable non-profit/co-op housing
providers and net new units created
•
decreased spending on rent-geared-to-income administration
AN APPROPRIATE AND SUSTAINABLE SUPPLY OF HOUSING
•
Investments and expected outcomes for each of the initiatives are detailed
throughout this report.
AN APPROPRIATE AND
SUSTAINABLE SUPPLY OF
HOUSING
There is a clear shortage of
affordable private and non-profit
sector rental housing in Ontario
and more opportunities for
affordable home ownership are
needed. In many communities,
affordability is eroding due to
increased housing and rental
prices, lagging household incomes,
and increased levels of household
debt. Federal funding for social
housing is scheduled to continue
to decline, and the province and
municipalities are limited in their
ability to fill the gap.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
15
AN APPROPRIATE AND SUSTAINABLE SUPPLY OF HOUSING
More Affordable Market Housing
At present, municipalities have access to a range of existing land use planning
and financial tools to encourage greater private sector participation in
affordable market housing development.
Our government is helping the private sector and private homeowners
to create more affordable housing units. We are proposing to expand and
enhance the range of land use planning and municipal finance tools, and we’ll
make sure municipalities and developers know about the broad range of tools
they have available to meet their local needs and circumstances.
Introducing Inclusionary Zoning
In high-growth municipalities where housing prices are becoming increasingly
out of reach, more affordable housing units can be created through the
development process.
Proposed enabling legislation would, if passed, give all municipalities the
ability to require private developers to include affordable housing units in their
development proposals.
Second Units
Second units – self-contained living units within detached and semi-detached
houses, townhouses, and accessory structures – are widely recognized as one
of the most affordable forms of rental housing. The government is introducing
legislation and proposing regulatory amendments that would, if passed, reduce
the complexity and cost of developing second units in new homes and provide
more affordable housing options to Ontarians.
We are proposing to require municipalities to provide development charge
exemptions for second units in new homes, and amend the Building Code
standards to reduce unnecessary costs to building second units.
Encouraging Small Landlords to Provide Rental Housing
Small landlords face unique challenges and concerns – some of which can
affect their ability to stay in the rental housing market. Ontario is responding to
their concerns.
We will consult with stakeholders on potential amendments to the Residential
Tenancies Act, 2006 (RTA) to make it easier for landlords to conduct business
while maintaining fairness to tenants.
16
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Reviews of Municipal Act, 2001 and City of Toronto Act, 2006
The reviews focus on accountability and transparency, financial
sustainability, and responsive and flexible service delivery. Possible
amendments to regulations respecting municipal/city services corporations
and Municipal Housing Capital Facilities Agreements could encourage the
private sector to build more affordable housing.
Land Use Planning and Appeal System and Development Charges
System Changes
The Smart Growth for Our Communities Act will give residents more say in
how their communities grow, set out clearer rules for land use planning, give
municipalities more control and stability over their planning documents,
and make it easier to resolve disputes. This legislation will also enable
municipalities to more effectively use development charges to pay for
transit.
AN APPROPRIATE AND SUSTAINABLE SUPPLY OF HOUSING
Complementary Initiatives
Co-ordinated Review of the Growth Plan for the Greater Golden
Horseshoe, Greenbelt Plan, Oak Ridges Moraine Conservation Plan and
Niagara Escarpment Plan
The Co-ordinated Review of Ontario’s land use plans is an opportunity to see
if more can be done to ensure that a range and mix of housing, including
affordable housing, is planned in the right locations. Planning for Health,
Prosperity and Growth in the Greater Golden Horseshoe: 2015-2041, the
fall 2015 report of the Co-ordinated Review Advisory Panel, provided
recommendations on how to amend and improve the plans.
Ontario’s Condominium Act Review
The Protecting Condominium Owners Act, 2015 creates mandatory
qualifications for condominium managers, addresses the needs of the
fast-growing condominium community, and supports the long-term
sustainability of condominium living.
Ontario’s Building Code Amendments for Mid-Rise Wood Construction
Changes to the Building Code allow wood frame buildings to be built up to
six storeys high, raising the limit from four storeys. The changes give builders
a safe option that can reduce construction costs that in turn may make
housing more affordable.
Cont’d on page 18
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
17
AN APPROPRIATE AND SUSTAINABLE SUPPLY OF HOUSING
Green Investment Fund: Social Housing Retrofits
Ontario is investing $92 million from the Green Investment Fund into social
housing retrofits, which includes $82 million in energy retrofits for highrise social housing towers of 150 units or more, and $10 million to help
improve electricity efficiency in approximately 1,300 single social housing
homes. Starting February 2016, eligible social housing Service Managers and
Ontario Aboriginal Housing Services may submit expressions of interest to
receive funding from the province to complete retrofits. The selected Service
Managers will receive funds beginning in Spring 2016 to distribute to the
most appropriate projects in their communities.
A Vibrant Non-Profit and Co-operative Housing Sector
Ontario’s non-profit and co-operative housing sector provides roughly 20 per
cent of all purpose-built rental accommodation in the province.
Our government is strengthening the sector’s capacity and flexibility so it can
continue to maintain, replace, and expand affordable housing options.
The steps we’re taking to help the non-profit and co-operative housing sector
to modernize and tap into its entrepreneurial spirit will help make it possible
for the sector to operate in a more efficient and business-like manner, and
maintain its social purpose. We are:
•
developing voluntary accreditation standards for providers so they can
better serve communities
•
exploring changes to the Ontario Competitive Financing Renewal
Process to give non-profit providers and municipalities more
flexibility to access refinancing options for revitalization, repair or new
construction activities
•
proposing legislative changes that would provide more flexibility for
Service Managers to make use of their building assets, for example, by
clarifying that public housing providers can encourage mixed-income
communities in their buildings
These initiatives will complement program modernization initiatives described
later in this report. 18
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario is taking a consistent approach to a modern form of housing assistance
that better supports economic and social inclusion in Ontario.
Portable Housing Benefit Framework
At present, Ontarians needing assistance with rent have access to various
programs – but many are on waiting lists for rent-geared-to-income (RGI)
housing. RGI assistance allows an eligible family or individual to pay rent that is
proportionate to their income.
There are several challenges with the current system. Not all people in need
receive assistance, and people in similar situations may receive different levels
of support. Because income changes can result in a reduction of RGI subsidy,
the system can act as a disincentive for tenants who pursue employment
opportunities to earn additional income, which can discourage tenants from
becoming more economically self-sufficient. Further, since RGI assistance is
generally tied to the physical unit, not the person, if a tenant moves out of
social housing, they lose their assistance.
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL
ASSISTANCE
To better meet the needs of tenants and providers, Ontario is working with
stakeholders on the development of a provincially-defined framework for an
income-based portable housing benefit.
•
More choice: People could retain financial assistance as their housing
needs change – financial assistance would be separated from any
physical unit or building. A portable benefit would give people more
freedom to choose where they would like to live: closer to family, social
support networks, schools and employment opportunities.
•
More flexibility: Once developed, the portable housing benefit
framework would allow Ontario’s municipalities to provide more
housing choices to more tenants and get them housed faster.
•
More consistency and certainty: A portable housing benefit
framework would help establish a simpler, more even form of housing
benefit right across Ontario, while still ensuring flexibility to meet
diverse local needs.
Ontario will explore opportunities to move to the use of a portable housing
benefit over time.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
19
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
Providing a Portable Housing Benefit - Example
Mario lives with his partner and one child in a one-bedroom apartment that his
family can barely afford.
CURRENT STATE
FUTURE STATE
Mario works a full-time minimum
wage job in Toronto and cannot
afford a larger apartment for his
partner and young child.
Mario is offered a $350/month
Portable Housing Benefit, which he
accepts instead of waiting for an
RGI unit.
Mario’s family has applied for a
rent-geared-to-income (RGI) unit
but has been on the social housing
waiting list for over six years.
His Service Manager helps Mario
find a 2-bedroom apartment.
Because the apartment is close to
childcare options, schools, work,
and other amenities his family
needs, Mario’s family has more
opportunities to thrive in their
community.
And as their child grows or job
opportunities arise, the portable
benefit will give them more
flexibility and choices.
20
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario needs a simpler and fairer way to determine household assistance.
Under the current system, calculating assistance can be a complex and
confusing process, difficult for tenants to understand and for providers to
administer.
Working with Service Managers, housing providers and tenant groups, Ontario
will harmonize the definition of income so it is consistent with other incometested programs.
This shift will eliminate a lot of paperwork. Instead of dealing with complex,
time consuming rent calculations, Service Managers and housing providers
will have more time to spend with their tenants to build strong, sustainable
communities.
•
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
Simplified Rent-Geared-to-Income (RGI) Calculations
Tenants would only have to declare income once a year, and they would
no longer risk losing their rent-geared-to-income (RGI) assistance if the
records they submitted were incomplete.
If a tenant’s income decreases significantly over the year, they could ask for a
recalculation of their rent. If a tenant’s income increases, they would still be
required to report this change. The government will minimize the impact of
these changes on existing RGI tenants by gradually phasing existing tenants
into the new, simplified income calculation.
Complementary Initiatives
Commission for the Review of Social Assistance in Ontario Report –
Brighter Prospects: Transforming Social Assistance in Ontario (2012)
Following recommendations of the Lankin-Sheikh commission report,
Ontario’s 2013 Budget created a $200 monthly earnings exemption for
people who receive benefits from Ontario Works or the Ontario Disability
Support Program.
Recommendations of the Drummond Report (2012)
The Drummond report recommends the Province “move aggressively
towards a fully integrated benefits system that simplifies client access,
improves client outcomes and improves fiscal sustainability through
Cont’d on page 22
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
21
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
greater program effectiveness and reduced administrative costs.” As part
of the transformation of its benefits system, the government is evaluating
opportunities to improve the delivery and administration of the broad
spectrum of Ontario’s benefits system.
PEOPLE-CENTRED, EFFICIENT HOUSING PROGRAMS
Housing programs, services and supports should be based on an approach that
is people-centered, partnership-based, locally driven and fiscally responsible –
one that focuses on positive results for individuals and families.
Modernized Social Housing Programs
While the demand for subsidized housing in Ontario continues to grow, the
current supply of social housing remains static and its condition deteriorates as
federal funding for social housing programs steadily declines.
Ontario is committed to modernizing our social housing system. Today, the
system spans a patchwork of 10 legacy programs, each developed separately
between the 1950s and 1990s, and each with separate – and sometimes very
rigid – sets of rules.
Ontarians need social housing programs that are strong and efficient, and
focus on meeting peoples’ real needs. We are undertaking a significant
transformation of social housing programs to meet current and future realities.
We will begin by introducing legislation that would propose reforms to allow
Service Managers to use other forms of appropriate, municipally-funded
housing assistance to contribute to their Service Level Standards. Service
Managers would then be able to develop strategies to manage housing assets
in a manner that better reflects their local needs and reduce wait lists.
In partnership with the housing sector and key partner ministries, we are
developing a modernized framework for social housing aligned with the
government’s focus on poverty reduction.
22
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario’s Action Plan for Seniors (2013)
Ontario’s Action Plan for Seniors is intended to help prepare for the
economic and social opportunities and challenges of an aging population.
The Action Plan focuses on active aging, improved safety and security and
better access to high quality health care in the community. The Action Plan
is designed to help ensure seniors and their caregivers have access to the
services they need, when and where they need them.
Community Homelessness Prevention Initiative
Ontario consolidated five formerly separate homelessness-related programs
into a single flexible outcome-focused program aimed at addressing,
preventing, and reducing homelessness, aligning with overall modernization
goals.
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
Complementary Initiatives
A Co-ordinated Access System
One size does not fit all when it comes to housing programs. People in different
situations need different services and supports to make housing stability a
reality for them. Ontario needs a co-ordinated system to help everyone access
the specific services they need.
As part of the broader context of housing program transformation, Ontario will
work with stakeholders to develop a provincial framework for housing access
that improves co-ordination across systems (e.g. health, community services,
children and youth) and provides better referrals for clients to find the right
housing and supports. This important change will make it easier for Ontarians
to access a range of housing options to improve housing stability.
A co-ordinated system aligns with the goal of an integrated and modernized
housing system that achieves the best results. More flexibility will enable
Service Managers to match people with housing needs to an appropriate form
of assistance.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
23
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
Enhancing Housing Options for Survivors of Domestic Violence
Access to housing should never be a barrier to escaping violence. The current
Special Priority Policy (SPP) provides survivors of domestic violence with
priority access to RGI housing and supports the government’s Action Plan to
Stop Sexual Violence and Harassment.
However, many SPP applicants wait six months or longer for housing, with few
supports and limited ability to select where they will live. Ontario will work with
stakeholders and Service Managers on co-ordinated and integrated policy and
program solutions to improve the system, such as improving housing options
available for women and their children to escape an unsafe and abusive
situation.
The goal is to help women become independent from their abuser and become
self-sufficient, and to help them and their children on the path to greater
housing stability.
To support this goal, Ontario is investing more than $17 million over three years
to introduce a portable housing benefit targeted towards survivors of domestic
violence, growing from $2.5 million in 2016/17 to $10 million in 2018/19. This
program would eventually assist up to 3,000 survivors achieve housing stability.
The program will be piloted initially
in three Service Manager areas and
include an evaluation component
to measure success. Based on the
outcomes of the pilot, the province
will consider ways to enhance the
Special Priority Policy and expand
the use of this approach.
Offering Greater Choice to
Survivors of Domestic Violence –
Example
Sandra is 35 and recently left an
abusive partner, and is staying in an
emergency shelter for survivors of
domestic violence with her 7-yearold daughter, Abby.
24
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
FUTURE STATE
Sandra cannot afford a market rent
unit and has applied for an RGI unit
under the Special Priority Policy.
After applying for assistance under
the SPP, Sandra is offered the
option of accepting a $300/month
Portable Housing Benefit instead of
waiting for an RGI unit.
Sandra and her daughter stay in the
emergency shelter for six months
until an RGI unit becomes available.
Sandra is eventually approved for a
RGI unit that is located on the other
side of their city. The unit is far from
family and friends and located
outside the school catchment area.
Without any other options, Sandra
accepts the RGI unit and relocates,
resulting in Abby changing schools
mid-year.
Without family and friends nearby,
Sandra has limited opportunities
for childcare for Abby after school.
With the assistance of a Housing
Worker at the shelter, Sandra is
able to find an apartment within 10
days.
She chooses to live in an apartment
located close to her family and
friends, and within the catchment
area of Abby’s school.
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
CURRENT STATE
Both Sandra and Abby are able to
begin to rebuild their lives and with
a new apartment of their choosing,
they are adjusting well to their new
home.
Local Service Managers and
community social service
organizations work together to
provide the adequate supports
Sandra and Abby need to remain
safely housed.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
25
Creating More
Supportive Housing
Spaces to Help the
People Who Need It
Most
We are creating new
supportive housing
spaces to make
progress towards
our goal of ending
homelessness. The
government will invest
up to $100 million in
operating funding over
three years to provide
housing allowances
and support services
to assist up to
4,000 families and
individuals, focused
on the four provincial
priorities: youth,
Indigenous people,
chronic homelessness,
and homelessness
following transitions
from provincially
funded institutions
and service systems.
Over the long term,
capital funding
will support the
construction of up to
1,500 new supportive
housing units, with
operating assistance
eventually assisting
up to 6,000 families
and individuals. To
read more about this
initiative and our goal
to end homelessness,
see page 31.
26
Complementary Initiatives
It’s Never OK: An Action Plan to Stop Sexual Violence and Harassment
(2015) (OWD) and The Sexual Violence and Harassment Action Plan Act,
2015
On March 8, 2016, Ontario passed legislation to amend six existing Acts;
fulfilling commitments made in It’s Never Okay, the government’s groundbreaking action plan to stop sexual violence and harassment. The Sexual
Violence and Harassment Action Plan Act, 2015 makes workplaces,
campuses, rental housing and communities safer and more responsive
to the needs of survivors and to complaints about sexual violence and
harassment.
Transformation of the Supportive Housing System
Providing the right housing and supports is key in preventing and reducing
homelessness and helping people achieve housing stability. Supportive
housing assists a wide range of Ontarians with complex needs: seniors, people
with physical and/or mental health issues, people with problematic substance
use issues, survivors of domestic violence, at-risk youth, and others who may
require additional supports.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
To address this, Ontario will develop a Supportive Housing Policy Framework
that provides a common vision, principles and outcomes for supportive
housing-related programs. The framework will be developed collaboratively
by the Ministry of Municipal Affairs and Housing, Ministry Of Health and LongTerm Care, Ministry of Community and Social Services, and Ministry of Children
and Youth Services, and through engagement with key stakeholders.
The new Supportive Housing Policy Framework will be guided by the following
principles:
•
programs, services and supports are client-centred and foster
independence, respect, dignity and inclusion
•
housing and supports foster client choice, portability as appropriate
(follow people if they move), and flexibility to accommodate changing
client needs
•
system encourages local innovation to explore new approaches to
better meet peoples’ needs
•
services are well co-ordinated across systems (housing, health,
community services, and children and youth), with a common
commitment to help people thrive
•
programs and services are evidence based, committed to continuous
improvement, and support the long-term sustainability of the system
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
Like social housing, Ontario’s supportive housing programs have developed
separately over 50 years to meet a variety of challenges at specific points in
time. This has resulted in programs and services that were developed without
a common vision or principles, and aspects of some programs are inconsistent
with current best practices.
Building on these principles, Ontario will work with stakeholders to:
•
improve access to supportive housing programs and increase awareness
about housing and homelessness programs and services
•
develop a Best Practice Guide which, together with the proposed
Supportive Housing Policy Framework, could assist the supportive
housing sector bring existing programs up to best practice
•
develop a plan to modernize the Homes for Special Care program
toward evidence-based, best practice supportive housing with a focus
on supporting independence and recovery
•
develop common outcomes-focused performance measures to better
understand the impact of supportive housing programs and to improve
our ability to measure progress in meeting peoples’ needs
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
27
AN EQUITABLE, PORTABLE SYSTEM OF FINANCIAL ASSISTANCE
Housing First and At Home / Chez Soi
The LTAHS Update reinforces the province’s commitment to a Housing First
approach to homelessness. A Housing First approach puts a primary focus
on helping people who are homeless, or at risk of homelessness, to quickly
access safe, affordable and stable housing, combining the immediate
provision of permanent housing with wrap-around support services.
An evaluation of the Mental Health Commission of Canada’s At Home/Chez
Soi project, which examined using a Housing First model for housing people
who were homeless and had a mental illness, found that for high-needs
participants, every $10 investment in housing assistance with individualized
support services resulted in average savings of $21.72 (in averted costs for
hospitalizations and other services). Participants also spent fewer nights in
shelters or at emergency departments.
Complementary Initiatives
Open Minds, Healthy Minds: Ontario’s Comprehensive Mental Health
and Addictions Strategy
In 2011, with the support of the Ministry of Health and Long-Term Care,
the Ministry of Children and Youth Services and the Ministry of Education,
the government released Ontario’s Comprehensive Mental Health and
Addictions Strategy. Open Minds, Healthy Minds offers a comprehensive
approach to transforming the mental health and addiction systems through
a clear mission, forward-thinking vision and long-term strategies for change.
The Strategy aims to strengthen services, create a responsive and integrated
system and build awareness and capacity within communities. A Mental
Health and Addictions Leadership Advisory Council has also been established
to provide advice on the implementation of the Strategy.
Developmental Services Transformation
The vision of the developmental services transformation is to support adults
with developmental disabilities to live as independently as possible in the
community and to support their full inclusion in all aspects of society.
Cont’d on page 29
28
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Patients First: A Roadmap to Strengthen Home and Community Care
In May 2015, the Ministry of Health and Long-Term Care released Patients
First: A Roadmap to Strengthen Home and Community Care, a three-year
plan to transform home and community care. The Roadmap outlines the
path Ontario will follow to introduce greater consistency in care, a better
understanding of the services available, more support for caregivers and,
ultimately, better access to the right care for those who need it most to help
them live independently at home, where they want to be.
DEVELOPING AN INDIGENOUS HOUSING STRATEGY
Culturally appropriate housing and homelessness services
Tackling the serious problem of inadequate housing and homelessness among
First Nation, Métis and Inuit people in Ontario involves addressing a complex
range of issues.
Indigenous peoples living off-reserve are significantly over-represented among
the homeless population and have higher rates of core and deep core housing
need compared to non- Indigenous Ontarians.
While developing the Long-Term Affordable Housing Strategy Update, we
heard about the need to develop a specific housing strategy in partnership
with Indigenous organizations to address the unique housing challenges and
needs of First Nation, Métis and Inuit peoples.
As part of prioritizing and setting targets to end homelessness in Ontario, the
Expert Advisory Panel on Homelessness recommended that the province set
four priorities to guide provincial action – including Indigenous homelessness.
The province accepted the recommendation immediately, and has committed
to an ongoing process of engagement with First Nation, Métis and Inuit
organizations and communities to develop a dedicated Indigenous Housing
Strategy for Ontario.
“The need for a
First Nations, Métis,
and Inuit (FNMI)
specific housing
framework for
Ontario is great.
FNMI people
experience
higher rates of
homelessness,
core housing need,
poverty, violence,
children placed
in care, disability,
mental illness and
addictions, and
family breakdown
that cannot
be adequately
addressed by
non-Indigenous
housing and
service providers
because FNMI
peoples have
experiences and
cultural values
that are unique,
historical, and
specific.” - Métis
Nation of Ontario;
Ontario Federation
of Indigenous
Friendship Centres;
and, Ontario
Native Women’s
Association5
Ontario Urban & Rural First Nations, Métis & Inuit Housing Policy Framework, Métis Nation of Ontario; Ontario
Federation of Indian Friendship Centres; and, Ontario Native Women’s Association (2013), p.25
5
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
29
DEVELOPING AN INDIGENOUS HOUSING STRATEGY
Complementary Initiatives
Long-term Response to Violence Against Aboriginal Women
Ontario has committed $100 million in new funding over three years to
support implementation of the province’s Long-Term Strategy to End
Violence Against Indigenous Women. The strategy was developed in
collaboration with Indigenous partners. It outlines actions to prevent
violence against Indigenous women and reduce its impact on families and
communities. It builds on the existing work of government, Indigenous
partners and community organizations to raise awareness of and prevent
violence, improve socio-economic conditions and heal deep wounds within
Indigenous communities.
Aboriginal component of the Investment in Affordable Housing for
Ontario Extension
The extension of this program offers an Off-Reserve Aboriginal Housing
component delivered in partnership with two Aboriginal Program
Administrators – Ontario Aboriginal Housing Services and Miziwe Biik
Development Corporation.
30
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario’s 2014 Poverty Reduction Strategy sets a bold, long-term goal to end
homelessness.
A lot of great work is already underway in Ontario communities – championed
by municipalities and community agencies across the province. The province
wants to build on this work. This will require partnerships at all orders of
government, and in the non-profit, co-operative and private sectors.
ENDING HOMELESSNESS
ENDING HOMELESSNESS
First Steps
In 2015, Ontario took an important step to help advance its long-term goal to
end homelessness by establishing an Expert Advisory Panel on Homelessness.
The Panel was established to provide expert advice to government on
definitions, enumeration, setting a homelessness-related target and building
capacity within the sector.
In October 2015, the Expert Panel released its report, A Place to Call Home. The
report reflects the complexity of the issue and sets out a series of progressive
recommendations. The province responded immediately with commitments
to prevent, reduce and end homelessness and set the foundation for the longterm work to come:
•
setting a target to end chronic homelessness in 10 years
•
setting four priority areas to guide provincial action, focussing on
ĔĔ
chronic homelessness
ĔĔ
youth homelessness
ĔĔ
Aboriginal homelessness
ĔĔ
homelessness following transitions from provincially-funded
institutions and service systems (such as hospitals, prisons, youth
justice, violence against women shelters and the child welfare
system)
•
adopting the recommended definitions of homelessness and chronic
homelessness, to build common language and understanding about
the problem
•
providing up to $10 million over two years in targeted funding from the
Local Poverty Reduction Fund to help prevent and end homelessness
across the province
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
31
ENDING HOMELESSNESS
Definition of Homelessness
Homelessness describes the situation of a person or family without
stable, permanent, appropriate housing, or the immediate prospect,
means, and ability of acquiring it.
Homelessness describes a range of housing circumstances, with people
being without shelter at one end, and being insecurely housed at the other.
That is, homelessness encompasses a range of physical living situations,
organized here as a typology that includes:
Types of Homelessness
1. Unsheltered, or absolutely homeless and living on the streets or in
places not intended for human habitation.
2. Emergency Sheltered, including those staying overnight in shelters
for people who are homeless, as well as shelters for those impacted by
violence.
3. Provisionally Accommodated, referring to those whose accommodation
is temporary or lacks security of tenure.
4. At-risk-of-homelessness, refers to people who are not homeless, but
whose current economic and/or housing situation is precarious and
does not meet public health or safety standards.6
Federal Homelessness Partnering Strategy definition for chronic
homelessness: People, often with disabling conditions, who are currently
homeless and have been homeless for six months or more in the past year.7
Next Steps
Ending homelessness will require good data. Currently, there are no common,
systematic approaches to measuring the number of homeless people in
Ontario, and therefore no way to measure the success of overall efforts.
Our update to the Long-Term Affordable Housing Strategy advances the
campaign to deal with homelessness:
•
6
7
32
proposing legislative amendments to require Service Managers to
conduct local enumeration of the homeless population
Place to Call Home: Report of The Expert Advisory Panel on Homelessness (2015). p.27
Employment and Social Development Canada, Homelessness Partnering Strategy (2014)
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
enhancing the homelessness policy direction provided to Service
Managers in the Ontario Housing Policy Statement
•
committing to develop a provincial framework of indicators to advance
the long-term goal of ending homelessness, including measuring
progress on chronic homelessness, youth homelessness, homelessness
amongst Indigenous peoples and homelessness following transitions
from provincially-funded institutions and service systems
ENDING HOMELESSNESS
•
Ending Chronic Homelessness within 10 years
Chronic homelessness is an urgent problem and Ontario is taking
comprehensive and aggressive measures to tackle it. A range of new
investments and policy changes related to provincial priorities and local
enumeration, in combination with related initiatives in this update and
previously-announced commitments, have all laid the foundation to advance
the goal of ending chronic homelessness within 10 years.
Increased Supportive Housing Funding – Four Priorities for Provincial Action on
Homelessness
Ontario is committing up to $100 million in operating funding for housing
allowances and support services to assist up to 4,000 families and individuals in
new supportive housing over the next three years. Over the long term, capital
funding will support the construction of up to 1,500 new supportive housing
units, with operating assistance eventually assisting up to 6,000 families and
individuals.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
33
ENDING HOMELESSNESS
This funding will support a range of innovative supportive housing options
based on locally-developed solutions that align with the Supportive Housing
Policy Framework. The goal is to create an innovative model for developing
and bolstering best-practice supportive housing that responds to the changing
needs of an individual. It will promote a more person-centred approach to
supportive housing by providing a portable housing benefit in addition to
funding and supports.
Increased Community Homelessness Prevention Initiative Funding
In 2014-15, Ontario invested almost $294 million through the Community
Homelessness Prevention Initiative, which assisted approximately 30,500
families and individuals experiencing homelessness obtain housing and has
helped approximately 104,400 households at risk of homelessness remain in
their homes. Based on the success of this program, we are increasing funding
for this program to help more people get housing and stay housed.
Ontario will increase the amount of funding dedicated towards the program by
$45 million over three years, beginning in 2017-18.
Complementary Initiatives
Local Poverty Reduction Fund
The Local Poverty Reduction Fund is a $50 million, six-year initiative created
to support innovative, community-driven projects that measurably improve
the lives of those most affected by poverty. The fund provides resources
to community organizations and municipalities to evaluate their poverty
reduction initiatives, create partnerships and build a body of evidence of
programs that work for Ontarians living in poverty.
Investment in Affordable Housing for Ontario Extension
The 2014 federal commitment to extend this program for five years
continues the federal-provincial partnership to provide affordable housing
in Ontario. The extension ($800 million) provides an opportunity for
the province to better align affordable housing and support services to
meet local needs. There are four components to the program, including a
homeownership component that provides down payment assistance for
affordable homeownership units.
Cont’d on page 35
34
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario is developing a Corrections Transformation Strategy that will include
improved and co-ordinated release planning efforts for all inmates, and
improved co-ordination with other ministries and community agencies.
ENDING HOMELESSNESS
Corrections Transformation Strategy
Preventing Youth Homelessness
Homeless youth, and youth at
risk of becoming homeless, have
unique needs. Helping young
people, including those who are
Indigenous, LGBTTQ, those leaving
care and those with mental health
and addictions issues, means
developing distinct policies.
Ontario will engage with young
people – including youth with
lived experience of homelessness
– to inform future actions.
As part of the plan to simplify the
current rent-geared-to-income
calculation process and to help
youth remain housed while
removing barriers to education
and employment, Ontario will
exempt certain scholarships and bursaries from calculations for all postsecondary students.
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
35
ENDING HOMELESSNESS
Complementary Initiatives
Youth Homelessness Pilot
In May 2015, Ontario provided one-time grant funding of $390,000 over two
years to the Centre for Addiction and Mental Health Foundation on behalf of
the Toronto Homeless Youth Transitions Collaborative for the development
of a strategy to support youth leaving homelessness. The research pilot
project aims to improve the health and quality of life of 30 previously
homeless youth.
Child and Family Services Act review; other legislative changes
Following the 2015 review of the Child and Family Services Act, Ontario’s
Ministry of Children and Youth Services is working to update and modernize
the Act. The review of the Act focused on two areas: improving outcomes for
children and youth, and modernizing and clarifying the language of the Act.
Involvement in child welfare, youth justice and mental health systems
significantly increases the risk of a youth becoming homeless. The Aboriginal
Children and Youth Strategy will guide the multi-year cross-ministry
transformation of the system of services for Aboriginal children and youth in
Ontario, including mental health, suicide prevention, child welfare and youth
justice.
Enhanced Ontario Youth Action Plan and Stepping Up: A Strategic
Framework to Help Ontario’s Youth Succeed
In June 2015, Ontario introduced the enhanced Ontario Youth Action Plan.
The plan will expand the impact of the Ontario government’s efforts to
prevent youth violence. It will focus government funding on those youth
and communities most in need of support.
The province launched Stepping Up in 2013 as a guide for decision-making,
program planning and partnerships so everyone involved in supporting
youth between 12 and 25, can work together through a common, overall
approach in support of Ontario youth.
36
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ontario’s transitional housing providers need to be able to admit and serve
clients in the greatest need of support, while still protecting client rights and
helping them successfully transition to independent living.
Ontario will consult with stakeholders on amending the Residential Tenancies
Act to facilitate transitional and supportive housing.
ENDING HOMELESSNESS
Better Results for Transitional Housing
Local Enumeration and Data Collection
To obtain a picture of homelessness needs in local communities, Ontario is
taking a provincewide approach to data collection and measurement. Ontario’s
47 Service Managers will conduct local enumeration to count people who are
homeless using a menu of standardized options, some of which are already in
use throughout the province. Enumeration will improve data collection, will
lead to a better understanding of community homelessness trends over time,
and provide a greater evidence base for decision making, future target setting
and reporting on progress.
Ontario has provided $50,000 to support the 20,000 Homes Campaign,
organized by the Canadian Alliance to End Homelessness, and we are
endorsing the Point-in-Time counts undertaken through the federal
Homelessness Partnering Strategy.
Capacity Building
Working with Service Managers, different orders of government and sector
organizations, our government will play a leadership role in supporting
evidence-based approaches to preventing and ending homelessness at the
local level.
Ontario is building an evidence-informed system that has the capacity to
respond effectively to our changing needs:
•
developing a framework for sharing research and best practices
regarding homelessness services
•
promoting cultural sensitivity and awareness across service managers
and housing providers
•
hosting a Homelessness Summit to build capacity, foster local dialogue
and information sharing
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
37
ENDING HOMELESSNESS
ACHIEVING AN EVIDENCE-INFORMED SYSTEM
“As the steward of Ontario’s housing system, the Ontario Government
must lead the creation of a provincial data collection strategy and housing
measures. A common data set with defined standards and definitions is
crucial for evidence-based decision-making. Further, while we believe that
the Province must take a leadership role in the creation of sector research,
it is important that the data collected be publicly accessible to support the
work of sector stakeholders, researchers and others.” – Ontario Non-Profit
Housing Association (ONPHA)8
Getting good housing results for Ontario depends on good data.
In 2015, Ontario developed a Housing and Homelessness Data Strategy to build
an evidence-informed system to collect, manage, access and use housing and
homelessness data.
The Data Strategy will play an important role in informing decision-making,
policy development, the delivery of programs, and in measuring performance
and outcomes. We will continue to work collaboratively with sector partners
and stakeholders, and use our enhanced data to respond effectively to
changing needs and support the goals of the Long-Term Affordable Housing
Strategy Update, including the goal of ending homelessness.
Innovation, Evidence and Capacity Building Fund
The ability to achieve our goals is dependent on the ability of Service
Managers, as well as housing and service providers, to manage change,
develop new skills and take advantage of new opportunities.
Achieving Ontario’s vision for housing and reaching the goal of ending
chronic homelessness within 10 years are dependent on the capacity of
Service Managers, municipalities, housing providers and homelessness service
providers to effectively manage their activities, assets and resources to meet
needs.
8
38
ONPHA, p.23
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
•
a sustainable supply of housing stock (public and private)
•
a fair system of housing assistance
•
co-ordinated and accessible support services
•
the goal of ending homelessness
•
an Indigenous housing strategy
•
effective use of evidence and best practices to inform policy and
program development and define and measure outcomes
ACHIEVING AN EVIDENCE-INFORMED SYSTEM
To support this work, Ontario will make available up to $1 million per year to
create an Innovation, Evidence and Capacity Building Fund to support research,
evaluation and capacity building initiatives across key themes:
IMPLEMENTING THE STRATEGY
This update of Ontario’s Long-Term Affordable Housing Strategy continues the
long-term transformation of Ontario’s housing and homelessness prevention
system.
The bold initiatives contained in the update will be developed through
consultation and collaboration with our partners, and implemented in a
progressive, phased-in approach.
Near-Term Milestones
Our first step will focus on final technical consultations on the wide range of
short-term legislative and regulatory initiatives leading to the introduction of
proposed legislation in 2016.
We will consult with stakeholders on amendments to the Planning Act, the
Building Code, the Development Charges Act, the Residential Tenancies Act,
the Housing Services Act, and regulations under the City of Toronto Act and the
Municipal Act, in order to:
•
create an enabling framework to allow municipalities to implement
inclusionary zoning
•
increase the supply of second suites
•
give municipalities more flexibility to finance affordable housing
projects
•
improve the delivery and administration of social housing
•
require homeless population enumeration by Service Managers
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
39
IMPLEMENTING THE STRATEGY
We will strike a Steering Committee in partnership with Service Managers and
other partners to begin the process of turning social housing into a modern,
outcome-based system and program framework.
We will establish working groups under the Steering Committee to provide
initial recommendations and advice to government regarding:
•
a Portable Housing Benefit Framework
•
enhancing housing options for survivors of domestic violence
•
improvement to access and co-ordination across systems (e.g. health,
community services, children and youth) so that eligible applicants can
apply easily for other programs, services and supports when they apply
for social and affordable housing
•
voluntary accreditation standards for non-profit and co-operative
housing providers
We will work with stakeholders to develop:
•
a Supportive Housing Policy Framework and Best Practice Guide
•
better client access systems and information on programs and services
•
a plan to modernize the Homes for Special Care program to better meet
the needs of residents
•
a set of common outcomes-focused performance measures
We will continue sustained engagement with First Nation, Métis and Inuit
partners with the goal of developing an Indigenous Housing Strategy.
We will continue to implement the recommendations of the Expert Advisory
Panel on Homelessness and work with Service Managers to develop a menu of
enumeration methods.
Working with local communities, we will develop a framework to share research
and best practices regarding homelessness, highlighted by a Homelessness
Summit hosted by the Ontario government in 2016.
The Long-Term Affordable Housing Strategy Update sets Ontario on the path to
future sustainable progress in tackling housing and homelessness challenges.
The strategy encompasses a broad and ambitious range of transformational
measures, and brings us closer to realizing our vision for an affordable, suitable,
and adequate home for every person in Ontario.
40
ONTARIO’S LONG-TERM AFFORDABLE HOUSING STRATEGY UPDATE
Ministry of Municipal Affairs and Housing
© Queen’s Printer for Ontario, 2016
ISBN 978-1-4606-7607-3 (Print)
ISBN 978-1-4606-7608-0 (HTML)
ISBN 978-1-4606-7609-7 (PDF)
03/16
Disponible en français